CHAPTER - I INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION Success of every business enterprise depends on its human resource. Money, material and machines are inert factors; but man with his ability to feel, think, conscience and plan is the most valuable resource. At the same time human elements are most difficult to be inspired, controlled and motivated. The upcoming competition in India, will demand high motivational level of its employees.

Growth of an enterprise is vital for the economic development of the country. This is possible only by maintaining the enthusiasm and motivation of the employees, which is vital for carrying out the operations in most efficient manner. The most successful companies, all over the world have designed their business policies to achieve higher productivity by using potentiality and strength of people.

The basic aim of human policies is the genuine concern for the people. Proper design of human policies is based on the higher responsibilities, personal and positive approach in the total perspective of organisational interest. The world's best companies have established their strength with their people. The employees identify themselves with the company they are working for. This also help in building up their spirit, morale and espirit-de-cops which becomes strength of the company. The culture of excellence thus nurtured contributes to growth with stability and continuous improvement in productivity.

Finding the right man for the job and developing him into a valuable resource is an indispensable requirement of every organisation. Human resources are capable of enlargement i.e. capable of providing an output that is greater than the sum of the inputs. Proper recruitment helps the line managers to work most effectively in accomplishing the primary objective of the enterprise. In order to harness the human energies in the service or organisational goals, every manager is expected to pay proper attention to recruitment, selection, training, development activities in an organisation. Proper promotional avenues must also be created so as to motivate employees to peak performance. Thus, personnel functions such as manpower planning recruitment, selection and training, when carried out properly, would enable the organisation to hire and retain the services of the best brains in the market.

The human resource management is very crucial in respect of information technology services than other manufacturing or marketing enterprises. The IT services are technical in nature and at every stage the human touch is involved. Hence it is well motivated and devoted manpower which is very much essential for the success of IT industry.

Role of HR Managers And Some industry commentators call the Human Resources function the last bastion of bureaucracy. Traditionally, the role of the Human Resource professional in many organizations has been to serve as the systematizing, policing arm of executive management. In this role, the HR professional served executive agendas well, but was frequently viewed as a road block by much of the rest of the organization. While some need for this role occasionally remains you would no want every manager putting his own spin on a sexual harassment policy, as an examplemuch of the HR
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role is transforming itself. The role of the HR manager must parallel the needs of his changing organization. Successful organizations are becoming more adaptable, resilient, quick to change direction, and customer-centered. Within this environment, the HR professional, who is considered necessary by line managers, is a strategic partner, an employee sponsor or advocate, and a change mentor. Strategic Partner:-In todays organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. In this role, the HR person contributes to the development of and the accomplishment of the organization-wide business plan and objectives. The HR business objectives are established to support the attainment of the overall plan and objectives. The tactical HR representative is deeply knowledgeable about the design of work systems in which people succeed and contribute. This strategic partnership impacts HR services such as the design of work positions, hiring; reward, recognition, and strategic pay; performance development and appraisal systems; career and succession planning; and employee development.

Employee Advocate:-As an employee sponsor or advocate, the HR manager plays an integral role in organizational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy. Fostering effective methods of goal setting, communication, and empowerment through responsibility build employee ownership of the enterprise. The HR professional helps establish the organizational culture and climate in which people have the competency, concern, and commitment to serve customers well. In this role, the HR manager provides employee development opportunities, employee
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assistance programs, gain sharing and profit-sharing strategies, organization development interventions, due process approaches to problem solving, and regularly scheduled communication opportunities.

Change Champion:-The constant evaluation of the effectiveness of the organization results in the need for the HR professional to frequently champion change. Both knowledge about and the ability to execute successful change strategies make the HR professional exceptionally valued. Knowing how to link change to the strategic needs of the organization will minimize employee dissatisfaction and resistance to change. The HR professional contributes to the organization by constantly assessing the effectiveness of the HR function. He also sponsors change in other departments and in work practices. To promote the overall success of his organization, he champions the identification of the organizational mission, vision, values, goals, and action plans. Finally, he helps determine the measures that will tell his organization how well it is succeeding in all of this.

Leadership and employee involvement. The main role of leadership was seen as creating a participatory process for employee involvement, to build collective wisdom. Control has given way to collaboration and the old paradigm of promoting competition and motivating through incentives shifted to creating co-operation and oneness amongst people. This is a marked shift to build effective teams. Research shows that six out of every 10 employees like to work in teams. 87 per cent of all Fortune 500 companies use parallel teams and about 100 per cent of all companies use project teams.

Storytelling and appreciative enquiry are emerging as a new dimension in positive motivation. Finding out what's wrong seems to be the trend. In Walt Disney, telling success stories is one of the important methods used to remind people of greatness and goodness of the organisation. Leaders in Disney concentrate on quality, values and involvement. Speaking in the plenary sessions, Tom Peters said, " We have transitioned from an asset-based economy to a talent-based economy. The new definition of lay-off is untalented go talented stay. Leaders must realise that talent is equal to brand". His new theory is EVP which means "Employee Value Proposition".

Rosabeth Moss Kanter said, " Human beings are good raw material, they become assets when you train them to increase their knowledge and skills". She added that only a few organisations really train people to make them a success. Seconding this, Mr Peters pointed out how most organisations are not serious about developing people. They spend on an average 26.3 hours per person per year on training. A surgeon, a pilot or an athlete on the other hand spends 10-15 times more on training.

He also stated that the HRD department should be renamed TDFD (Talent Development Fanatic Department) and wealth for this new regime will flow from innovation, not organisation. Quoting Gary Hamel he said, only those employees will succeed who are "certified radical". Only those companies will succeed who create a cause, not a business. Leaders according to him are living individuals, whom people can smell, feel and touch. Their passion for work must be infectious.

Another aspect of leadership if the decision to introduce fun in the work place. Research shows that this reduces absenteeism and builds
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stronger, deeper and longer lasting relationships. It appears out of every 100 Fortune companies in the last decade, 69 are dead and only 31 are alive. In a Forbes Magazine study of around 100 companies from '17 to '87, only 39 companies were found to survive. Management of Change:-Research proves that many change models don't consider the human experience during change. The overriding concern seems to be to downsize. It was found that most change processes go through four fundamental stages. People try to resist or deny change They adapt, participate in the change They attempt to add value The culmination or formation of a new status-quo

A number of presentations revealed that leaders who initiate change must do so with one foot in the future and the other planted in past values. Forgetting tradition must can devalue existing strengths. The success of a change process depends on the skill of the facilitator to create a participatory process to enlist the support of people and address the issue of grief.

E-Learning :- Organisations like Ford Motor, Hewlett Packard, Intel and IBM are using e-learning to increase the knowledge of their people. Companies like Fordstar even manage time differences between countries while conducting virtual class rooms, chats, demos, presentations to communicate new concepts, product details, core values, issues of governance and corporate communities.

CEO's are talking to their people about new ideas and enlisting their support through forums and message boards. This is changing the way people behave and work. The advantages of e-learning are many: It is self-paced, flexible, less expensive, modular and has a huge reach.
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Universities like Cornell, MIT, Stanford, etc, have started emphasizing e-learning to attract a worldwide audience. Web-centric universities are becoming the order of the day. William Taylor, editor and managing partner of the Fast Pace magazine, said, "There is no going back from back from dotcoms". He was of the opinion that there is a merger taking place between computers and human beings.

1.2 TITLE OF THE PROBLEM The research study is titles as A Study on organizational excellence with reference to Sri Vela Smelters Private Limited, Paramathi Velur.

1.3 STATEMENT OF THE PROBLEM

This research is pertaining to evaluation of the present organizational excellence among Sri Vela Smelters Private Limited, Paramathi Velur. A study on organizational excellence helps to know the problem of employee, what about their requirements, about the maintenance of relationship with other persons in organization and performance of the work towards their job and also to know the opinion towards the facilities provided by an organization.

1.4 REVIEW OF LITERATURE With signs indicating the gradual end to the recession, its likely that well start to see organizations injecting capital back into their companies. Typically, when I think of capital, I think of monies being put into infrastructure improvements, equipment, or other assets in order to build and grow the business.

Based on the drastic workforce reductions weve seen in recent months though, I think a new paradigm will emerge. I believe we will start to see organizations looking to first invest in their talent inventory and strategies to rebuild the workforces.

This development illustrates the continuing maturation of Human Resources (HR) as an incredibly strategic discipline for firms to achieve growth objectives. Already a key member of the executive team, HR is being looked upon to evaluate every area of the workforce, and now is being pressured to offer up much more than ever before. Theyre looking at labor-related expenses against operational realities, with the objective of increasing cost efficiencies and developing an honest-to-goodness talent supply chain.

Becker, B. & Gerhart, B. (1996). The impact of human resource management on organizational performance: progress and prospects. Academy of Management Journal, 39 (4), pp. 779-801. The research attempts to advance debates on a nascent link between the human resource systems and the strategic impact of human resource management (HRM) decisions on performance outcomes. The implications of best practice for HR system structure and effects are extensively discussed to literally build the ground of the organizational value creation. Nonetheless, researchers need to give careful thought to the meaning of HR measure at the corporate level because HR practices usually different across business units and facilities within a corporation, particularly as diversification and size increase.

Hiltrop, J. (1996). The impact of human resource management on organizational performance: theory and research. European Management Journal, 14 (6), pp. 628-637. The author argues that there is little empirical evidence that HRM policies and practices are improving organizational performance though the theoretical literature on the link between an organizations HRM and performance is prevalent. And although it will take time before the longitudinal data exists to fully test the theories and models, the evidence is consistent with the view that the HRM policies and practices of an organization have a powerful influence in motivating employees to exhibit the kinds of attitudes and behavior that are needed to support and implement the competitive strategy of an organization. This research raises a number of questions about the nature of these practices-including what would be widely recognized as best practices.

Huselid, M. (1995). The impact of human resource management practices on turnover, productivity and corporate financial performance. Academy of Management Journal, 38 (3), pp. 635-672. The research reveals that the use of high performance work practices (including comprehensive employee recruitment and selection procedures, incentive compensation and extensive employee involvement and training) have a statistically significant impact on both intermediate employee outcomes (turnover and productivity) and shortand long-term measures of corporate financial performance.

Orlando, R. C. & Johnson, N. B. (2001). Understanding the impact of human resource diversity practices on firm performance. Journal of Managerial Issues, 13 (2), pp. 177-196.
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The authors aim to develop a model that illustrates the complexities of diversity initiatives which may not be appreciated for all organizations. A diversity orientation requires procedural justice for all employees so that a problem of discrimination is not on the highlight. If firms must deal with a diverse workforce, a diversity orientation may yield positive performance effects through the genuine integration and acceptance of diverse employee perspectives which leads to a reduction in turnover and absenteeism.

Roberts, K. (1995). The proof of HR is in the profits. People Management, February, pp. 42-43. The author studies how HR strategy affects profits in 3000 businesses throughout the world. The study suggests that businesses can increase their profitability by up to 15 percent by ensuring that managers are satisfied with their level of participation in decision-making, sharing information and involvement with

developing ideas for the business. The research also shows that a well0run, professional appraisal system can significantly improve the performance of individuals, and therefore the profitability of the business.

Truss, C. (2001). Complexities and controversies in linking HRM with organizational outcomes. Journal of Management Studies, 38 (8), pp. 1121-1149. The paper contributes to the debate by analyzing in detail the human resource policies and practices of one case-study organization over a two-year time period, using a variety of methodologies and drawing on a broad range of informants across the organization. Instead of devising a list of best practice HRM from the literature and testing
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its impact on performance, the author invert the question and take a firm that is financially successful and ask what HR policies and practices it uses. This methodology shows that even successful organizations do not always implement best practice HRM, and that there is frequently a discrepancy between intention and practice. Outcomes at the individual and organizational levels are complex and often contradictory; the author questions the extent to which is it at the level of the formal system, and organizational performance, without taking into consideration the role played by the informal organization in the process and implementation of HR policies.

Tyson, S. (1997). Human resource strategy: a process for managing the contribution of HRM to organizational performance. International Journal of Human Resource Management, 8 (3), pp. 277-290. This paper describes human resource strategy as a management process, as part of emergent strategy formation. A framework is proposed to explain the different levels of analysis, societal, organizational and individual, which managers seek to integrate so that the meanings organization members bring to their work are managed. The consequences of taking this approach as opposed to the rational view of HR strategy are outlined and the benefits of a processual, intepretationist perspective to the study of strategy for example by studying symbols and the processes of meaning construction are discussed.

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1.5 OBJECTIVE OF THE STUDY To study about the Organizational Excellence of the Sri Vela Smelters P.Ltd., Paramathi Velur. To study about or organizational structure To study among employees safety welfare measures To study about the human resource policies and practices.

1.6 SCOPE OF THE STUDY Organizational Excellence continues to be a subject of interest and importance to human resource specialists. For decades, Organizational Excellence has received considerable attention in the literature, from both researchers and practitioners alike. Many authors maintain that there is a considerable gap between theory and practice, and that human resource specialists are not making full use of the psychometric tools available.

1.7 OPERATIONAL DEFINITIONS Good is no longer good enough. To survive in today's competitive environment, you need to excel. To excel, a company needs to focus on all parts of the organization, optimizing the use and effectiveness of all of its resources. After years of working with many types of organizations using various approaches to improve performance, we have come to realize that there are only five elements that need to be managed for an organization to excel. We call these key elements the five pillars of organizational excellence. All five must be managed simultaneously. Top management's job is to keep all of them moving forward at the same time. To concentrate

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on one or two of them and let the others slide is a sure-fire formula for failure.

Organizational excellence is designed for permanent change by focusing on managing the five key pillars. Each of these five organizational pillars is not new by itself. The key to organizational excellence is combining and managing them together.

1.8 LIMITATION OF THE STUDY The study is based on employees self evaluation. So there is a possibility of change in the attitude in relation of the original attitude. The study is restricted to the employees of one company and so the results can be generalized. Due to time constraint the sample size is limited to 125 only.

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1.9 CHAPTER DESIGN The study is divided into five chapters of which the present introduction chapter deals with introduction about the study, consumer attitude, statement of the problem, relevant review of literature, objective, scope and limitations of the study. Chapter two deals on research methodology of the study. Third chapter describes profile of the study and area. Chapter four makes a detailed analysis and interpretation on collected data. At last findings, suggestions and conclusion is given in fifth chapter.

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CHAPTER II RESEARCH METHODOLOGY

2.1 INTRODUCTION Research is common parlance which refers to a search for knowledge. The advance learners dictionary of current English lays down the meaning of research as a Careful investigation or inquiry specially though search for new facts in any branch of knowledge.

Research methodology is a way to systematically solving the research problem which may be understood as a science of how research is done scientifically.

If the study with various steps that are generally adopted by a researcher in studying the research problem along with the logic behind them.

2.2 RESEARCH DESIGN A Research design is arrangement of conditions for collection and analysis of data in a manner that aims to combine relevant to the research purpose with economy in procedure Descriptive research design is used in this project study.

Descriptive research design Descriptive research includes surveys and fact- finding enquiries of different kinds. The main characteristic of this method is that the researcher has no control over the variables that can be only reported about what has happened or what is happening in the organization.

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a. Area of the study The area of study refers to Sri Vela Smelter Private Limited, Paramathi Velur, due to availability of people at all levels of educational and finance status. It is also easy to collect the needed relevant primary data from the employees.

b. Period of the study The present study period was two months for collecting primary data from the employees and secondary data collected by the consumers of laptops.

c. Collection of data The data is collected for the study by using both primary and secondary data.

1. Primary Data Primary data are those which are collected freshly with originality in character and were collected through structured questionnaire and schedule from the labours.

2. Secondary Data Secondary data are collected with the help of, Company records. Annual reports. Discussion with the personnel manager and staff.

d. Sampling design A sampling design is a definite plan for obtaining a sample from a given population. It refers to the techniques or the procedure that researcher
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would adopt in selection items for the sample. Simple random sampling is used in this project study. Simple random sampling is where each and every item in this population has an equal chance of inclusion in the sample and each one of the possible samples in case of finite universe which has the same probability of being selected.

Sample Size The sample size is approximately 120

Sampling Technique The total population is initially divided into areas in and around Namakkal District. Convenient sampling is felt to appropriate for the present study because convenience sampling is a strategy that uses the most readily accessible objects or persons as subjects for the present study.

e. Hypothesis : 1. Null hypothesis: There is no significant relationship between age and opinion level regarding safety and measures. 2. Null hypothesis: There is no significant relationship between experience and opinion level regarding safety welfare measures.

f. Statistical tools The data collected were analysis using tests like simple percentage method, Mean score method and Chi-square analysis.

I.

Simple percentage method Percentage = Number of respondents x 100 Total respondents

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II.

Mean score method: Mean score = Total score x 100 Maximum score

III.

Chi-square test It is applied in statistics to test the significance of association between two attributes. The procedure followed

1. Formulate the null hypothesis 2. Fix the level of significance 3. Calculate the test statistic
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(O-E)2 E

Degrees of freedom Where O E R C = = = =

(R-1) (C-1)

Observed frequency Expected frequency No. of rows No. of columns

The expected frequency is calculated by using the following formula Row Total x Column Total Grand Total If the calculated value is equal or greater than the table value, the null hypothesis is rejected. But if the calculated value is less than the table value, the null hypothesis is accepted. .
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2.3 CONCLUSION

It describes about design the project of the study in the research methodology part using sampling design, data collection methods and analytical tools. We also come to identify that the limitations of this project work.

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CHAPTER - III PROFILE OF THE STUDY

3.1 INTRODUCTION M/s. SRI VELA SMELTERS PRIVATE LIMITED is an industrial unit in the SME Sector (Small and Medium Enterprises) manufacturing MS INGOTS, TMT Rods. Angles and Squares in the Southern part of the Indian Sub-continent. The plant is situated at 1/628 Pommakkapalayam. Nallur Kandampalayam Village, Paramaihi Velur, located in Namakkal District of Tamil Nadu. The registered office is situated at 76-D. Valarai Gate, Velur Road, Tiruchengode, Namakkal District.

3.2 HISTORY OF THE COMPANY The unit has a success story behind the tireless efforts of Sri. S. Marimuthu, who started scrap iron trading activity some 50 years ago. In the late 1980s his sons Sarvasri M. Varadharaju, M. Lakshmanan and T. M. Murugesan ably supported the good efforts of their father and together they have ventured into this big industrial unit.

The TMT Rods are branded as "VELA TMT" & "VELA TOR". The company's products are ISI certified and is having a growing demand in Namakkal, Salem, Dindigul, Tiruchi, Coimbatore, Tripur, Chennai Districts in Tamil Nadu, Kerala and other states of southern India. Vision and Values

Total Customer Satisfaction. That's what driving us to do the best. Right from offering high quality TMT Bars to ensure total customer

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satisfaction through the provision of value added products delivered on time and to the specification.

3.3 MANAGEMENT The company is presently headed by Sri. T.M. Murugusan, Managing Director who is sincere, motivated with hands on approach towards all issues and leading from the front. He is ably assisted by his brother Sri. M. Varadharaju and his sister in law Smt. L. Dhanalakshmi. Sri. M. Varadharaju has been involved in the running of the business for the past twenty years and have acquired considerable knowledge in scrap purchase, transport and general management. Smt. L. Dhanalakshmi has been inducted into the management after the sad demise of her husband Late M. Lakshmanan. She is also looking after the scraps purchase and general management. The future of the management will also be still rosy as two of the family members has completed their engineering studies in MS in the United States. Hence, succession planning is given a right consideration by the present management.

The boards of directors consist of: Board of Directors: 1. Sri. T.M. Murugesan. Managing Director 2. Sri. M. Varadharaju, Director 3. Smt. L. Dhanalakshmi, Director

Ms Ingot Manufacturing Project During the month of May 2004, the company successfully established 6.0 tons capacities Induction Furnace, with a production capacity of 60 tonnes of MS INGOTS per day. A standby furnace of the same capacity supports this furnace. They have established the second furnace during
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February 2005 supported by a second standby furnace. The capacity of the two furnaces put together is 120 tonnes per day.

Rolling Mill Project After the big success in establishing and running the MS INGOT project, the company ventured into establishing the ROLLING MILL, as a measure of forward integration. They initiated the steps in this direction during January 2007 and in June 2007 a rolling mill with a capacity of 42000 tonnes was commissioned successfully. The Licensed and the Installed capacity is 42000 tonnes. Commercial production of the Rolling Mills started from July 2007. This forward integration gives the company a niche to the steel market. This also gives the company an entry into the retail market and with proper channels of marketing; they are able to realize a higher margin for their products. Within a very short period after the commercial run of the rolling mill, the company has got ISO certification for the TMT rods during October 2007.

3.4 MANUFACTURING PROCESS PRODUCTS VELA TMT BAR [ 8, 10, 12, 16 , 20, 25, 32 mm] with Fe 415 grade VELA 500 [ 8, 10, 12, 16 , 20, 25, 32 mm ] Fe 500 grade VELA PLAIN ROUNDS VELA ANGLES VELA SQUARE VELA FLATS VELA CHANNELS

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DESCRIPTION OF THE MANUFACTURING PROCESS FOR MS INGOTS: The raw material required for the manufacture of MS INGOTS is Iron Scrap of 75-80 tons per day, Sponge iron at 10 tons per dayand Electric Power is required for melting.

The iron scrap is stored in the scrap yard inside the factory and consumables and stores in the storeroom. The required quantities of iron scrap, metals and sponge iron are charged into the furnace with the help of magnetic cranes. The furnaces are medium frequency essentially consisting of a power source, a coil, refractory lining, housing for coil in the lining and crucible.

The process consists of charging the furnace with scrap and then

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inducing a much heavier secondary current in the charge, which result in heating the metal charge by resistance. Any slag formed on the top of the surface of the molten metal is periodically removed out.

The top of the furnaces are provided with MS hood with ducting and connected to induce draft fan to remove any small quantities of gases produced during the melting and sent to scrubbing system. Since these are electric furnaces, the fumes generation from them is very less.

When the required temperature is attained (1100 Degree Celsius) the furnace is titled with the help of a hydraulic system and the molten metal is poured in to the cast iron ingot moulds kept prepared in the pouring pit. The furnace has a melting capacity of 6.0 tones per every two hours, taking into consideration the time for patching and sintering. Testing of liquid metal ensures chemical composition of the final products. The INGOTS are then striped out of the moulds with the help of crane, allowed to cool, stacked and them dispatched. The induction furnaces are cooled by circulating water through cooling coils inside the furnace. Fresh water is added in to cooling water sump to compensate the evaporation losses. This water is never thrown out. The power requirement will be 620 - 650 unit per tone of ingots produced. Good green belt in an area of about 4.00 acres is developed in the peripheral and other locations inside the plant premises for arresting propagation of particulate and gaseous discharge from the plant.

The domestic wastewater discharged, which is about 5 cu.m/day. will be collected in a common collection tank and treated in septic tank and soak pits.The solid waste of slag formed during the melting process, which is removed by the workers and disposed off as landfill within the factory
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premises in low lying area. The quantity of slag generated is about 6.0 tonnes/day.

ROLLING MILL PROJECT After the big success in establishing and running the MS INGOT project, the company ventured into establishing the ROLLING MILL, as a measure of forward integration. They initiated the steps in this direction during January 2007 and in June 2007 a rolling mill with a capacity of 42000 tonnes was commissioned successfully. The Licensed and the Installed capacity is 42000 tonnes. Commercial Production of the Rolling Mills started from July 2007. This forward integration gives the company a niche b the steel market. This also gives the company an entry into the retail market and with proper channels of marketing; they arc able to realize a higher margin for their products. Within a very short period after the commercial run of the rolling mill, the company has got ISO certification for the TMT rods during October 2007.

Technology Vela TMT high quality Thermo Mechanically Treated (TMT) bars are manufactured using the most contemporary technology available worldwide and supervised by metallurgists and engineers. Reheating furnace, pre-finishing & finishing mill, continuous shear to cut bars, roughing mill, intermediate mill, besides the most modern TMT facilities.

Our TMT steel bars are made using the 'Quenching & tempering' (Q &T) technology. This technology is introduced by RA TMT

TECHNOLOGY, A contemporary technology, it allows the production of bars to be on par with international standards. Hot rolled from steel billets and subjected to PLC-controlled online thermo-mechanical treatment, the
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bars are made to pass through heat treatment over three successive stages.

1) Quenching In the first stage of 'Quenching', intense water quenching is executed on the periphery while the core stays unchanged, leading to a martensitic surface and austenitic core. The quenching is done using a special water spray system.

2) Tempering Subsequently, the bar leaves the quenching box to undergo a process of'Self Tempering In this stage, heat from the austenitic core flows to the Surface, causing the tempering of die outer martensitic layer into a structure referred to as Tempered Martensite'.The core remains austenitic.

3) Cooling In the final stage of 'Atmospheric Cooling' that takes place on the Cooling Bed, the austenitic core is transformed into ductile ferrite-peariite structure. The end result is a line combination of a strong outer rim (tempered martensite) and a ductile core (ferrite-pearlite), thereby imparting strength as well as ductility.

After the quenching process, the bars are cut to desired sizes with the Shearing machines and transferred to the Cooling Bed wherein they are cooled to get the defined structure. Unlike conventional bars that are subjected to cold twisting.TMT bars have high strength, greater yield & elongation, uniform micro structure, toughness, ductility and weldability. They also bond better with cement concrete mix. Hence they are equipped with the requisite properties to provide strength to Structures for enduring natural hazards.
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Quality At Vela TMT, we believe that quality is not an end-product, it is a continuous process. Which is the watchword in all our operations. Committed to manufacture and sell quality steel products that conform to relevant standards and as per customer's requirements, our goal is to continually endeavour in enhancing the customer-centric activities. Further we are using UTM for the TMT Rods tensile strength, yield strength and elongation.

Features Earthquake Resistant Excellent Weldability & Durability Uniform strength throughout the bar due to PLC Controlled TMT Process Uniform space and depth of lugs maintained by CNC Machine Higher strength with better elongation 10 - 15% cost savings due to improved strength Delivery as per your convenience

Certifications Our efforts to exceed expectations and endorse excellence are reflected in the certifications conferred on us. It is our continuous pursuit to excel that enables us to set standards as well as achieve them.

Certifications IS : 2830 : 1992 1786

Description INGOT Products TMT Bars for Fe 415 & 500 Grade

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ISO 9001 : 2000 14001 OHSAS

Quality Management System Environmental Management System Occupational Health and Safety Assessment Series

Bureau of Indian Standards (BIS) We are the 1st Indian company in the Private Sector to have been bestowed with a rare honour - the 'ISI certification (ISI 14650 for Cast Billets). This certificate was awarded to us in 2004 by the BIS in recognition of the quality of our ingots. Along with the IS 14650, we have also been certified with the IS 2830 for the Cast Billets that go into the manufacture of rods.

A testimonial to our single-minded focus on attaining flawless quality is the 'ISI mark. The entire range of steel rods that we manufacture has been certified with the ISI' mark. Our products comply with not just Indian standards but also international standard codes of practice. The quality parameters for Fe 415, Fe 500 and Fe 550 conform to French & German Standards that are equivalent to IS 1786-2008, and also the international recommendation by CEB. An efficient and experienced team of Quality Control Engineers manning our hi-tech laboratory ensures that no effort is spared in the achievement of these standards.

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CONTACT DETAILS OF SRI VELA SMELTERS PVT. LTD Registered Office SRI VELA SMELTERS PVT. LTD. 76/D valarai Gate, Vellur Road, Trichengode - 637 211. Nammakkal District. Phone : +91 - 4288 - 255227 Mobile : +91 - 98427 56803 E - mail :srivela@gmail.com, info@velasteels.com

Factory Address SRI VELA SMELTERS PVT. LTD. 4/322, 388, Pommakkapalayam, Nallur Kandampalayam, Paramathi Velur, Namakkal Dist. Pincode - 637 203

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